Six Sigma
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- Pages: 11
SIX SIGMA WHAT IS SIX SIGMA
•
•
IT IS A DESCIPLINED METHODOLOGY FOR IMPROVING ORGANIZATION’S PROCESSES BASED ON RIGOROUS DATA GATHERING AND ANALYSIS
SIGMA REFERS TO VARIATION IN ANY PROCESS - STANDARD DEVIATION
• THE TERM SIX SIGMA IS BASED ON STATISTICAL RATIONALE
• SIX SIGMA PERFORMANCE IS THE GOAL OF ACHIEVING 3.4 DEFECTS PER MILLION PRODUCT, PROCESS OR SERVICE OPPORTUNITIES
M.Senthilkumar
1 OF 11
SIX SIGMA SIX SIGMA FOCUSES ON
• REDUCING VARIABILITY IN PROCESS • DEFECT PREVENTION •
CYCLE TIME REDUCTION
•
COST SAVING
SIX SIGMA IDENTIFIES AND ELIMINATES COSTS WHICH ADD NO VALUE TO CUSTOMERS
M.Senthilkumar
2 OF 11
SIX SIGMA CONCEPT OF SIX SIGMA LSL
USL
TARGET
PROCESS SHIFT 1.5 σ
-3σ
+3σ PROCESS WIDTH DESIGN TOLERANCE
M.Senthilkumar
3 OF 11
SIX SIGMA CONCEPT OF SIX SIGMA
•
THE FIGURE ILLUSTRATES THE SIX SIGMA SCENARIO
•
THE OUTPUT FROM MOST PROCESSES FOLLOWS A NORMAL DISTRIBUTION
• THE PROCESS VARIATION IS ONLY HALF THE WIDTH OF DESIGN TOLERANCE
•THE PROCESS RUNNING ON TARGET VALUE IS HIGHLY
CAPABLE OF MEETING THE DESIGN SPECIFICATIONS 0.002 PARTS PER MILLION WILL BE OUT SIDE THE TOLERA
M.Senthilkumar
4 OF 11
SIX SIGMA CONCEPT OF SIX SIGMA
• PRACTICALLY CONTROLLING THE PROCESS TO KEEP THE TARGET VALUE IS VERY DIFFICULT FOR LONG TERM
• A TYPICAL PROCESS IS LIKELY TO DEVIATE FROM IT’S TARGET BY UPTO 1.5σ
• A PROCESS SHIFT OF 1.5σ ON EITHER SIDE OF THE TARGE VALUE WILL HAVE ONLY 3.4 DEFECTS PER MILLION OPPORTUNITIES
M.Senthilkumar
5 OF 11
SIX SIGMA SIX SIGMA METHODOLOGY - DMAIC DEFINE: INVOLVES DEFINING THE SCOPE AND GOALS OF IMPROVEMENT PROJECT IN TERMS OF CUSTOMER REQUIREMENTS AND THE PROCESS THAT DELIVERS THESE REQUIREMENTS
MEASURE: INVOLVES MEASURING THE CURRENT PROCESS PERFORMANCE INPUT, OUT PUT AND PROCESS AND CALCULATING THE SIGMA CAPABILITY FOR SHORT AND LONG TERM CAPABILITY
M.Senthilkumar
6 OF 11
SIX SIGMA SIX SIGMA METHODOLOGY - DMAIC ANALYSE: INVOLVES IDENTIFYING THE GAP BETWEEM THE CURRENT AND DESIRED PERFORMANCE, PRIORITISING PROBLEMS AND IDENTIFIYING ROOT CAUSES. APPLY STATISTICAL TOOLS TO GUIDE THE ANALYSIS
IMPROVE:
INVOLVES IN GENERATING THE IMPROVEMENT SOLUTION AND FIXING PROBLEMS TO PREVENT THEM FROM REOCCURING SO THAT REQUIRED PERFORMANCE GOALS ARE MET. BE CREATIVE TO FIND NEW WAYS TO DO THINGS BETTER FASTER AND CHEAPER M.Senthilkumar
7 OF 11
SIX SIGMA SIX SIGMA METHODOLOGY - DMAIC CONTROL: INVOLVES IMPLEMENTING AND MAINTAINING THE IMPROVEMENT . STANDARDS OF OPERATION WILL BE DOCUMENTED IN SYSTEMS SUCH AS ISO:TS16949 AFTER A RUNNING IN PERIOD, THE PERFORMANCE OF THE PROCESS IS RE-EVALUATED
THE CYCLE IS REPEATED IF ANY FURTHER PERFORMANC SHORT FALLS ARE IDENTIFIED
M.Senthilkumar
8 OF 11
SIX SIGMA SIX MAJOR STEPS TO SIX SIGMA SUCCESS
•
SELECT ONE OR MORE KEY PROCESS OUT PUT VARIABLE (KPOV’S) AS PRIMERY PROJECT METRICS
•
CREAT A METHODOLOGY TO TRACK THE PROCESS OUT PU VARIABLES OF THE PROCESS OVER TIME
•
BASELINE PROJECT RELATIVE TO CUSTOMER NEEDS AND MONETARY BENEFITS
M.Senthilkumar
9 OF 11
SIX SIGMA SIX MAJOR STEPS TO SIX SIGMA SUCCESS
•
DETERMINE KEY PROCESS INPUT VARIABLES ( KPIV’S ) THAT DRIVE THE KPOV’S USING SPECIFIC STEPS
•
MAKE IMPROVEMENTS TO KEY PROCESS INPUT VARIABLE THAT HAVE POSITIVE IMPACT ON KPOV’S
•
ESTABLISH CONTROL MECHANISMS TO MONITOR KPOV’S AND CONTROL KPIV’S
M.Senthilkumar
10 OF 11
SIX SIGMA GENERAL INFORMATION
• •
MOTOROLA IS THE ORGINATOR OF SIX SIGMA IN THE MID 1980’S MOTOROLA ADOPTED SIX SIGMA
•
SIX SIGMA IS NOT NEW TECHNIQUE ; IT’S ROOTS CAN BE FOUND IN TQM AND SPC
•
SIX SIGMA SHOULD BE VIEWED AS AN INVESTMENT THAT HAS A SIGNIFICANT RATE OF RETURN
•
DEVELOPING A SIX SIGMA ROAD MAP INCLUDES SOUND INFRASTRUCTURE AND PLANNING
M.Senthilkumar
11 OF 11
•
•
IT IS A DESCIPLINED METHODOLOGY FOR IMPROVING ORGANIZATION’S PROCESSES BASED ON RIGOROUS DATA GATHERING AND ANALYSIS
SIGMA REFERS TO VARIATION IN ANY PROCESS - STANDARD DEVIATION
• THE TERM SIX SIGMA IS BASED ON STATISTICAL RATIONALE
• SIX SIGMA PERFORMANCE IS THE GOAL OF ACHIEVING 3.4 DEFECTS PER MILLION PRODUCT, PROCESS OR SERVICE OPPORTUNITIES
M.Senthilkumar
1 OF 11
SIX SIGMA SIX SIGMA FOCUSES ON
• REDUCING VARIABILITY IN PROCESS • DEFECT PREVENTION •
CYCLE TIME REDUCTION
•
COST SAVING
SIX SIGMA IDENTIFIES AND ELIMINATES COSTS WHICH ADD NO VALUE TO CUSTOMERS
M.Senthilkumar
2 OF 11
SIX SIGMA CONCEPT OF SIX SIGMA LSL
USL
TARGET
PROCESS SHIFT 1.5 σ
-3σ
+3σ PROCESS WIDTH DESIGN TOLERANCE
M.Senthilkumar
3 OF 11
SIX SIGMA CONCEPT OF SIX SIGMA
•
THE FIGURE ILLUSTRATES THE SIX SIGMA SCENARIO
•
THE OUTPUT FROM MOST PROCESSES FOLLOWS A NORMAL DISTRIBUTION
• THE PROCESS VARIATION IS ONLY HALF THE WIDTH OF DESIGN TOLERANCE
•THE PROCESS RUNNING ON TARGET VALUE IS HIGHLY
CAPABLE OF MEETING THE DESIGN SPECIFICATIONS 0.002 PARTS PER MILLION WILL BE OUT SIDE THE TOLERA
M.Senthilkumar
4 OF 11
SIX SIGMA CONCEPT OF SIX SIGMA
• PRACTICALLY CONTROLLING THE PROCESS TO KEEP THE TARGET VALUE IS VERY DIFFICULT FOR LONG TERM
• A TYPICAL PROCESS IS LIKELY TO DEVIATE FROM IT’S TARGET BY UPTO 1.5σ
• A PROCESS SHIFT OF 1.5σ ON EITHER SIDE OF THE TARGE VALUE WILL HAVE ONLY 3.4 DEFECTS PER MILLION OPPORTUNITIES
M.Senthilkumar
5 OF 11
SIX SIGMA SIX SIGMA METHODOLOGY - DMAIC DEFINE: INVOLVES DEFINING THE SCOPE AND GOALS OF IMPROVEMENT PROJECT IN TERMS OF CUSTOMER REQUIREMENTS AND THE PROCESS THAT DELIVERS THESE REQUIREMENTS
MEASURE: INVOLVES MEASURING THE CURRENT PROCESS PERFORMANCE INPUT, OUT PUT AND PROCESS AND CALCULATING THE SIGMA CAPABILITY FOR SHORT AND LONG TERM CAPABILITY
M.Senthilkumar
6 OF 11
SIX SIGMA SIX SIGMA METHODOLOGY - DMAIC ANALYSE: INVOLVES IDENTIFYING THE GAP BETWEEM THE CURRENT AND DESIRED PERFORMANCE, PRIORITISING PROBLEMS AND IDENTIFIYING ROOT CAUSES. APPLY STATISTICAL TOOLS TO GUIDE THE ANALYSIS
IMPROVE:
INVOLVES IN GENERATING THE IMPROVEMENT SOLUTION AND FIXING PROBLEMS TO PREVENT THEM FROM REOCCURING SO THAT REQUIRED PERFORMANCE GOALS ARE MET. BE CREATIVE TO FIND NEW WAYS TO DO THINGS BETTER FASTER AND CHEAPER M.Senthilkumar
7 OF 11
SIX SIGMA SIX SIGMA METHODOLOGY - DMAIC CONTROL: INVOLVES IMPLEMENTING AND MAINTAINING THE IMPROVEMENT . STANDARDS OF OPERATION WILL BE DOCUMENTED IN SYSTEMS SUCH AS ISO:TS16949 AFTER A RUNNING IN PERIOD, THE PERFORMANCE OF THE PROCESS IS RE-EVALUATED
THE CYCLE IS REPEATED IF ANY FURTHER PERFORMANC SHORT FALLS ARE IDENTIFIED
M.Senthilkumar
8 OF 11
SIX SIGMA SIX MAJOR STEPS TO SIX SIGMA SUCCESS
•
SELECT ONE OR MORE KEY PROCESS OUT PUT VARIABLE (KPOV’S) AS PRIMERY PROJECT METRICS
•
CREAT A METHODOLOGY TO TRACK THE PROCESS OUT PU VARIABLES OF THE PROCESS OVER TIME
•
BASELINE PROJECT RELATIVE TO CUSTOMER NEEDS AND MONETARY BENEFITS
M.Senthilkumar
9 OF 11
SIX SIGMA SIX MAJOR STEPS TO SIX SIGMA SUCCESS
•
DETERMINE KEY PROCESS INPUT VARIABLES ( KPIV’S ) THAT DRIVE THE KPOV’S USING SPECIFIC STEPS
•
MAKE IMPROVEMENTS TO KEY PROCESS INPUT VARIABLE THAT HAVE POSITIVE IMPACT ON KPOV’S
•
ESTABLISH CONTROL MECHANISMS TO MONITOR KPOV’S AND CONTROL KPIV’S
M.Senthilkumar
10 OF 11
SIX SIGMA GENERAL INFORMATION
• •
MOTOROLA IS THE ORGINATOR OF SIX SIGMA IN THE MID 1980’S MOTOROLA ADOPTED SIX SIGMA
•
SIX SIGMA IS NOT NEW TECHNIQUE ; IT’S ROOTS CAN BE FOUND IN TQM AND SPC
•
SIX SIGMA SHOULD BE VIEWED AS AN INVESTMENT THAT HAS A SIGNIFICANT RATE OF RETURN
•
DEVELOPING A SIX SIGMA ROAD MAP INCLUDES SOUND INFRASTRUCTURE AND PLANNING
M.Senthilkumar
11 OF 11
